0 EM Plan A01 1

Majnoon Field Development
Emergency Management Plan
Project Majnoon Project
Originating Company Shell Iraq Petroleum Development BV (SIPD)
Document Title Emergency Management Plan
Document Number VEN-00000-SIPD-00-HX-5880-00002
Document Revision A01
Version Code Not Applicable
Document Status Issue
Document type Emergency Response Plan
Originator / Author HSE & SD Team
Security Classification Restricted
EMCN EAR 99
Issue Date Aug 2012
Revision History is shown next page
Revision History
Rev Date of Status Process
Custodian Authoriser Implementer Distributed
# Issue Description Owner
MFD Emergency Management Plan Revision: A01
Asset HSE Operations Field

A01 Aug 2012 First Issue HSE&SD Via Intranet
Manager Manager Manager(s)
Rev # Reason for Issue / Change

A01 First Issue
Keywords:
Majnoon, Iraq, Emergency Management.
Abbreviations
CMT Crisis Management Team MFD Majnoon Field Development
CSR Company Site Representative NoK Next of Kin
CX Corporate Communications ORICA Commercial ER Call Out Centre
DM Duty Manager OSC On Scene Commander
EM Emergency Manager PC Pioneer Camp
EMC Emergency Management Centre POB Personnel on Board (in a site / camp)
EMT Emergency Management Team PSC Private Security Company
ER Emergency Response PSD Private Security Detail
ERMS Emergency Response Management System RTA Road Traffic Accident
ERW Explosive Remnant of War SERT Site Emergency Response Team
ESD Emergency Shut Down SGC Southern Gas Company
EST Emergency Support Team SIPD Shell Iraq Petroleum Development
FSM Field Security Manager SOC Southern Oil Company
GM General Manager SOP Standard Operating Procedure
HR Human Resources TMC Temporary Main Camp
IED Improvised Explosive Device TOC Tactical Operations Centre
IOC International Oil Company
ISF Iraq Security Forces
Table of Contents
1. Introduction ................................................................................................................... 4
1.1. Emergency Response Policy 4
1.2. Scope of this Plan 4
1.3. Objectives of this Plan 4
1.4. Contractors Emergency Response Bridging Requirements 4
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The information contained on this page is subject to the disclosure on the front page of this document.
1.5. Links with other Documents & Plans 5

1.6. Emergency Response Management System Document Structure 5
2. Incidents Emergencies and Crises ................................................................................ 6
2.1. Terminology 6
2.2. Emergency Response Levels 6
2.3. Crisis Management 6
3. Emergency Management Organisation ........................................................................ 7
3.1. Site Organisation 7
3.2. Emergency Management Team Organisation 7
3.3. Emergency Support Team 8
3.4. In Field Authorities and Responsibilities 8
3.5. Crisis Management Interface 8
4. The Emergency Response Process ............................................................................... 9
4.1. Duty System & Team Availability 9
4.2. Initial Notification and Mobilisation 9
4.3. Team Management 10
5. Statutory Notifications .................................................................................................. 11
5.1. SOC Reporting Process 11
6. Emergency Response Facilities & Resources ..............................................................12
6.1. Emergency Management Centre (EMC) 12
6.2. Communications 12
7. Roles & Responsibilities...............................................................................................13
7.1. Tactical Operations Centre Team 13
7.2. Site Emergency Response Team 13
7.3. Emergency Management Team 13
7.4. Emergency Support Team 13
7.5. Crisis Management Team 13
7.6. Individual Roles and Responsibilities 13
8. Contingency Plans & Interfaces ...................................................................................14
9. Quality Control .............................................................................................................15
9.1. Document Ownership 15
9.2. Plan Maintenance 15
9.3. Training & Competency & Testing 15
9.4. Audit & Review 15
10. Emergency Response System Support .........................................................................16
10.1. Purpose 16
10.2. Objective 16
10.3. Attachments 16
11. Appendices....................................................................................................................17
11.1. Contacts 17
11.2. Government 18
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Attachments to this Plan
Attachment 1 ER Roles and Responsibilities

Team Roles
Individual Responsibilities
Attachment 2 ER Resources
Personnel
Facilities
Communications
Medical resources
Fire fighting resources
Oil Spill Resources
Attachment 3 Duty System & Call Out
Duty System
Notification & Call Out
Attachment 4 Contingency Plans
Medivac
Fatality
Well Engineering
Oil Spill
Sand Storm
Attachment 5 Training and Competency
Attachment 6 EMC Miscellaneous Templates
Information posters and Templates
Pre formatted whiteboards
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1. Introduction
1.1. Emergency Response Policy
This Emergency Response Plan is developed in line with the MFD Health, Safety & Environment
Policy and a Commitment to Social Performance.
1.1.1. Priorities in Emergency Response

The Shell policy requires clear priorities to be implemented in any response to an emergency:
1. Protection of life
2. Protection of the environment
3. Protection of property and assets
4. Protection of business
These priorities are implemented with a philosophy of cautious overreaction if in doubt, mobilise,
shut down, evacuate etc.
1.2. Scope of this Plan

This plan addresses emergency response for:
MFD production activities and facilities
Flowlines and other infrastructure up to and including DS 1
Well engineering activities and facilities
Marine activities and facilities
Road traffic accidents (RTAs) on South East Iraq roads
Camp assets and supporting facilities
This plan does not address:
Crisis management other than identification of crises and the call out process for the CMT
Security incidents other than the discovery of ERW during MFD activities.
1.3. Objectives of this Plan

The purpose of this plan is to provide guidance to the MFD Emergency Management Team on how
to implement an emergency response and manage the return to normal and safe operations.
This incorporates:-
Rapid Response
Incident containment & reduction of escalation
Emergency recovery
Return to normal business/operations
1.4. Contractors Emergency Response Bridging Requirements

Where contractors operate under their own HSE Management Systems, there is a requirement for
this plan to be bridged into the contractor ER plans and MERPs. Bridging should contain clear
authorities, boundaries of jurisdiction, statements of which plans apply in different circumstances and
communication channels. Bridging is the responsibility of the contractor companies and shall be
managed by the contract holders. Activities include but may not be limited to:
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1. Well Engineering Operations

2. Marine Operations
3. Seismic Operations
1.5. Links with other Documents & Plans

Shell Iraq Crisis Management Plan
Majnoon Field Security Plan R 00A
Oil Spill Plan (Draft)
SIPD Blow Out Plan
MFD Medical Emergency Response Plan
Duty of Care
Wells ER Bridging Documents
Security MFD Relocation Plan (Draft)
1.6. Emergency Response Management System Document Structure

The MFD emergency response document structure reflects the hierarchy of emergencies defined in
Section 2.1 of this plan.
Shell Iraq Crisis Crisis Contingency Plans
Category C Emergencies Management Plan
Business Continuity
Pandemic
Oil Spill (T3)
Category B Emergencies MFD Emergency Support Security
Management Plan Attachments Evacuation
Category A Emergencies
Bridging Facility Discipline
Documents Plans Plans
Well Engineering DS 1 Plans MERP

Marine Activities DS 2 Plan Security Relocation Plan
Seismic Activities CPF (Future) Oil Spill (T2)
Construction PC & FCP Camps (Future)
Security PSCs
Figure 1: MFD ERMS Document Structure
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2. Incidents Emergencies and Crises

2.1. Terminology
An Incident An unplanned event that has, or could have, resulted in injury or illness or damage to
assets, the environment or reputation.
An Emergency is an incident which requires immediate intervention to control escalation and
minimise consequence.
A Crisis is defined as any unplanned event, including an emergency, which is assessed to have the
potential to impact significantly upon Shells reputation or pose a significant financial or legal liability.
2.2. Emergency Response Levels
2.2.1. Category A
An incident that can be handled locally by on-site personnel and resources and is assessed as not
having the potential to escalate beyond a level that can be handled locally. Category A incidents will
be managed by the facility/location response teams with, if necessary, advice from the EMT.
2.2.2. Category B
An incident that has impacted, or has the potential for impact, on people (including the public), the
environment, assets (including 3rd party), and reputation and cannot be managed by the available
resources on site.
This category of incident will be managed by with the EMT providing additional resources and
technical advice / support to the facility/location response team.
2.2.3. Category C
An incident, which requires the involvement of wide ranging company resources and of government
and external agencies. Category C will result in mobilisation of the CMT.
2.3. Crisis Management

The escalation from emergency to crisis can be facilitated by reference to generic triggers
indicative of potential crisis. The Emergency Manager shall monitor the Triggers and in the event
of one or more being identifiable, notify the MFD Duty Manager and recommend either that the
CMT be put on standby or be mobilised. Reference Attachment 6 to this plan.
2.3.1. Crisis Escalation

The MFD Duty Manager and GM, will determine whether an issue is designated as a crisis or will be
handled in accordance with emergency response and business continuity plans. If a crisis is declared,
a crisis management team will be convened from MFD, country and regional Shell staff. The
composition of the crisis team is dependent on the crisis issue and is detailed in the Shell Iraq Crisis
Management Plan.
The EMT will then concentrate on the operational aspects of the emergency response leaving
reputation, HR and third party interactions to be dealt with by the CMT. If a MFD Emergency
Support Team has been previously mobilised, its role will then be integrated with the Crisis
Management Team (CMT).
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3. Emergency Management Organisation

3.1. Site Organisation
3.1.1. Site Emergency Response Team (SERT)

A typical manned facility, production, drilling or other, shall be required to cover the following
emergency response roles in their plans:
OSC CSR
(If a Contractor Rig/Vessel)
Site
Security
Headcount
Muster Intervention Medical
Team Process
Control
Control Team Control
Leader (s)
Intervention
Team (s)
Figure 2: Generic Site Emergency Organisation

The site response is led by an On Scene Commander (OSC). The OSC is the most senior MFD
supervisor at an MFD location. On a contractor owned and operated facility, the OSC is the most
senior contractor representative at the site. If present, an MFD Company Site Representative will act
as the interface between the OSC and the EMT.
The OSC is responsible for the site response and the safety of all personnel on the site.
3.2. Emergency Management Team Organisation

Crisis Team
SOC I/F
MFD Duty (Level 1 Stakeholder
Manager Management)
EM EMT
EST
Operations Logistics Emergency Event

Advisor Security Interpreter
Advisor Coordinator Logger
OSC/OSR Contractor ERW IT Medical

Mgt
Supplementary Team Members
Figure 3: Emergency Management Team Organisation

The emergency management team is comprised of core members and supplementary members who
may be mobilised depending on the emergency. The EMT is based in the Majnoon field and is
responsible for all operational actions in response to an emergency and implementation of a single
line of communication with the On Scene Commander at the emergency site. Emergency team
manning and resourcing can be referenced in attachment 2 to this plan.
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3.3. Emergency Support Team

An emergency support team (EST) may be required to be mobilised in support of the EMT. This
team reports to the EMT. The Asset HSE Manager shall assume the role of EST leader.
EST
Leader
MFD Specific MFD Support Functional

Well Eng* HR & Health Logistics
Tech / Project Marine Security
Operations C& P
HSE
CX & Iraq
Stakeholder
Environment
& Community
Figure 4: Emergency Support Team Organisation

In the event of the emergency escalating into a crisis, ongoing functions of the EST will migrate
directly into the Iraq Crisis Management Team and the EST will be stood down.
3.4. In Field Authorities and Responsibilities

Interfaces and boundaries of authority in emergencies within the project are varied. Stakeholders that
may be involved concurrently in emergency response range across disciplines within MFD and
between MFD and other parties.
In addition to clear roles and responsibilities for each team, there is a requirement for demarcation
between team responsibilities and locations, disciplines and emergency category. It must be clear and
precise where authority and responsibility demarcation is in place. EMT s and interfaces have to be
clearly documented, understood and actioned accordingly as part of these ERP requirements.
Well engineering vs production
Construction vs production
Security vs HSE
Shell vs Contractors
Shell vs SOC
Any other as yet unforeseen combination
3.5. Crisis Management Interface

The MFD Duty Manager will be informed whenever the EMT is mobilised.
In the event of crisis issues, the MFD Duty Manager will decide with the GM and Country Chair
whether the CMT is to be mobilised or whether to continue with the EST and implement first line
crisis management contingencies via the EST as a precaution.
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4. The Emergency Response Process

4.1. Duty System & Team Availability
4.1.1. Emergency Management Team

An emergency management team is always available. A duty roster is issued weekly identifying
persons to be contacted in the event of emergency. Reference attachment 3 of this plan.
Critical roles in the EMT have designated alternates in the event that preferred choices are in the field
or otherwise unavailable.
4.1.2. EMT Weekly Briefing

The duty week runs from Saturday to Saturday (Noon handover). Every Friday afternoon at 3pm a
meeting of the team for the following week takes place in the EMC. A weekly EMT briefing is
facilitated by the Senior Operations HSE Lead. Reference attachment 3 of this plan.
4.1.3. Emergency Support Team (EST)

If required the Asset HSE Manager will facilitate the mobilisation of an EST and act as the
communications channel reporting to the Emergency Manager. EST disciplines are identified in
section 3.3 of this plan.
4.1.4. MFD Duty Manager (DM)

MFD have a Duty Manager drawn from the management team. The DM shall be available in Iraq
for his nominated week of duty. DMs shall be drawn from:
General Manager / Operations Manager / Project Director / HSE & SD Manager
Management of the MFD DM roster is the responsibility of the Asset HSE Manager:- reference
attachment 3 of this plan
4.2. Initial Notification and Mobilisation
4.2.1. Actions of the TOC

The TOC on being notified of an emergency will ask a predetermined series of questions then,
depending on the scenario, mobilise, notify or alert and place on standby, emergency personnel and /
or resources.
The TOC will then notify the Field Security Manager.
4.2.2. Actions of the Field Security Manager

The TOC will alert the Field Security Manager. The FSM in turn will:
Alert the appropriate Emergency Manager
Notify the Ops HSE Manager or in his absence Ops HSE Lead and instruct to place all other
EMT members on standby
Assess security implications in a response to the reported emergency
Proceed to the implicated manager and update him on actions taken by the TOC and self
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4.2.3. Actions of the Alerted Manager

The alerted manager on being notified will confirm which emergency services have already been
mobilised to the scene and which disciplines have been placed on standby and either:
1. Immediately make a decision to mobilise the EMT (and notify the MFD Duty Manager)
2. Mobilise a minimal team dependent on the scenario (Medical, Security, Logistics etc)
3. Call the person who made the initial call to obtain more information
4. Ensure that non-involved senior field management are informed (Field / Site Manager)
5. Take no action but remain available for update and if in doubt place core EMT on standby.
(Category A Emergencies)
4.3. Team Management
4.3.1. Manning Emergency Management Centre Extended Periods

If the EMT and EST are to be mobilised for long periods, team members will arrange with the
emergency coordinator or EST Leader for replacements to relieve them. The relief process will be
staggered to maintain continuity of knowledge in the emergency response rooms and will include a
handover period to brief the incoming member of events and the current strategy. In general,
individuals should not remain on duty in the ERC for more than 8 hours at a time.
4.3.2. Stand Down of the EMT

The EMT will be stood down when the emergency is contained and activities associated with the
recovery process can be managed and operated by the line. When this occurs is the decision of the
Emergency Manager. Post-emergency responsibilities of the Emergency Manager include:
Monitoring activities and being ready to re-activate the EMT if the situation deteriorates
Co-ordinating ongoing non-operational activities relating to the situation, particularly in
relation to Personnel and Community Relations
Ensuring that all the necessary logs are completed and passed to the Event Logger
Ensuring that a debrief report of the response is compiled. Issuing this report as soon as
possible after the event and ensure that corrective actions are 'closed out'
Each member of the Emergency Management Team is responsible for restoring the EMC to its
original state of readiness before leaving.
4.3.3. Emergency Recovery

Following the decision by the Emergency Manager that the emergency is contained, further actions
to retrieve the situation may require a specialised team. Typical emergencies requiring recovery teams
and plans include:
Loss of well control which has led to a blow out
Major oil spill which requires clean up
Critical asset damage which curtails or halts ongoing production
Plans and teams for such identified recovery processes include:
MFD Oil Spill Plan (Draft)
SIPD Blow Out Plan
and business continuity plans as required by the crisis management process.
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5. Statutory Notifications
The Development and Production Services Contract (DPSC) requires that in the event of an emergency,
MFD shall notify SOC and shall promptly implement the relevant contingency plans.
Statutory notifications of emergencies are made via the offices of SOC.
This notification requirement is interpreted to include:
Fatalities
Multiple casualty emergencies
Emergencies affecting ongoing production
Emergencies impacting the environment
An MFD Duty Manager is always available in Iraq if required to make these notifications.
5.1. SOC Reporting Process
5.1.1. Initial Verbal Notification

The initial verbal report is made to the office of:
JMC Chairman - Mr Mahdi Hussain
Production Manager - Mr Sabah Taleb
In the event that the JMC Chairman is not available, then the initial report can be made direct to the
Production Manager. It is recommended that these telephone reports are backed up with E Mails.
(E Mail addresses in section 5.1.4) or a subsequent written report.
5.1.2. Subsequent Written Report

A follow up report should be completed and forwarded to the office of the JMC Chairman. A
template of the reporting form is included in attachment 6 to this plan.
Information to be included in a follow up report includes:
Initial details of notification
Location of incident
Time MFD notified of emergency
Nature of the incident
Emergency response measures taken to contain escalation
Time to contain incident
Personnel impact / environmental impact / asset damage
5.1.3. Municipal Police

The local Municipal Police shall be notified of fatalities and may want to visit the site of the fatality to
verify there are no suspicious circumstances.
5.1.4. Contact Details for SOC Reporting

JMC Chairman - Mr Mahdi Hussain +9647801001473 mahdibhussain@soc.gov.iq
Production Manager - Mr Sabah Taleb +9647801014791 sabah.talib@soc.gov.iq
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6. Emergency Response Facilities & Resources

6.1. Emergency Management Centre (EMC)
The EMC is a permanent dedicated facility situated in a Porta cabin adjacent to the TOC. In
addition to information display and communications, the EMC is equipped with printers, copiers,
scanners and kitchen facilities.
Adjoining the EMC is a room that can be used for break out, telephone calls or technical support
teams.
Details of layout and equipment of the EMC can be referenced in attachment 2 to this plan.
6.1.1. Emergency Power

Power for the EMC is independent of the national grid and comes from the PC camp power
supplies. These are backed up with an emergency generator.
6.1.2. Security
Security for the EMC is not an issue under the operating conditions in Iraq.
6.1.3. Back up EMC

Back up locations for the EMC are available in the TOC.
6.1.4. EST Facilities

Facilities for the emergency support team are available in the Convention Tower, 12th floor
Mussandam Room.
6.2. Communications
Communications for emergency response should be reliable, redundant and independent and secure.
Currently reliance in the field is on Iraq network mobile phones, hand held radios and Thurayas as
back up. There is some independent VOIP capability by this medium is not suitable for the field
(site) requirements being tied to an office or CCR.
Preferred systems for emergency communications include:
MFD (infield) land line systems
Secure in house radios / VHF, Tetra, micro wave etc
Satellite communication for back up
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7. Roles & Responsibilities

The emergency response management system is structured in three tiers; Site Response, Emergency
Management Response and Crisis Management Response. Each of the three tiers of response has a
different focus with respect to Personnel, Environment, Asset and Reputation.
7.1. Tactical Operations Centre Team

The TOC is the first point of contact for incoming emergency calls. The role of the TOC is to:
Receive the first calls and notify, mobilise or place on standby, resources dependent on the
initial incoming information
Act as communications point between the FSM and PSDs and security resources in the field
7.2. Site Emergency Response Team

Overriding priority guiding the OSCs actions is the safety of site personnel, emergency
teams, Iraq security forces and the public.
The SERT is led by an On Scene Commander.
The role of the Site Emergency Response Team (SERT) is to manage the site response to an
emergency through implementation of site contingency plans.
7.3. Emergency Management Team

Implementation of a policy of cautious overreaction when unclear as to the situation or
potential for escalation.
The role of the EMT is to support the site response through the coordination of additional resources,
provision of advice and direction on response actions. The EMT is the primary source of
information about the emergency for other organisations involved in the response and for those
affected by or with an interest in the emergency e.g. employees, contractors, relatives of those at site,
and via the CMT, partners, government agencies, the media and the public.
7.4. Emergency Support Team

The role of the emergency support team (EST) is to relieve the EMT of non-operational response
issues relating to the emergency. Specifically the EST is active in provision of HR and medical
support, international logistics and first level CX support.
Should the emergency escalate from Category B into Category C (Crisis), most of the team
members in the EST shall migrate to the CMT.
7.5. Crisis Management Team

The role of the Crisis Management Team is to address those issues which could have an adverse
impact on the company reputation or its ability to continue in business. Key activities in performing
this function are the management of and communications with, external stakeholders, government
bodies, the public and media. The crisis management team will also ensure that the EM and the
EMT have the necessary resources and authority to effectively manage the emergency.
7.6. Individual Roles and Responsibilities

Individual team member roles and responsibilities can be referenced in attachment 1 to this plan.
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8. Contingency Plans & Interfaces

Contingency plans are based on the findings of the project HSE Cases. Site and activity emergency
plans shall contain the emergency response actions to the major hazard scenarios identified in the
cases.
Project contingency plans supporting this plan are contained in attachment 4 to this plan and include:
Medical Emergency Evacuation (Medivac)
Multi Casualty Incident management (MCI)
Fatality
Well Engineering
Oil Spill (Land)
Oil Spill (Marine)
Sand Storm
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9. Quality Control
9.1. Document Ownership
The Operations Manager is the owner of the EMP and is responsible for ensuring that the plan is
kept up to date and tested. Implementation of the plan is devolved to the Field Manager(s).
9.2. Plan Maintenance

Maintenance of the IMP is delegated to the Asset HSE Manager who ensures document control,
implementation of updates, roll out and briefing of the EMT.
Elements of the plan will be reviewed and updated, at a minimum, on the following schedule:
Plan Element Weekly Monthly 3-Monthly 6-Monthly Annually
Duty Rota (EMT & MFD DM) X
Plan Contacts & EST Call Out X
Plan Review* X
* And when there is any significant change in operations, organisation, resources or identified risk
Plan review cycle of 6 months addresses the speed of changes occurring in the MFD operations at
the time of publishing of the plan.
9.3. Training & Competency & Testing

It is the responsibility of the Field Manager to ensure that members of the Emergency Management
Team and other key personnel are trained and competent to support an emergency response in an
efficient and effective manner.
9.3.1. Training & Competency

All members of the EMT are required to have fulfilled a number of requirements prior to being
considered competent to fulfil a role in the EMT. Details of the required training and competency
along with KPIs can be referenced in attachment 5 to this plan.
9.3.2. Testing
This plan will be validated through exercises to measure its effectiveness and to provide training for
the teams. Different levels of exercise are implemented as part of this programme as follows:
Level 1 Training exercise / walkthrough for EMT members / or field personnel
Level 2 Desktop exercise involving the field (OSC) no mobilisations or disruption to operations
Level 3 Live exercise involving field mobilisations and/or contractors but not engaging 3rd parties
9.4. Audit & Review

This plan will be reviewed 6 months after issue or more frequently in the event of significant changes
in organisations and/or resources.
In order to management the implementation of the ER system and provide assurance to management
that an improvement cycle is in place, a performance management system needs to be implemented
through a series of KPIs against training, exercises & drills, document and facility maintenance and
audit and ER assessment & review.
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10. Emergency Response System Support

This plan is supported by a series of Attachment documents covering the detail of elements of the
system and maintenance of the system. The MFD emergency response system relies on appropriate
and correct functioning of facilities, equipment, organisation, documentation, competence
development and quality control. The effectiveness of the system is dependent on the systematic
maintenance and review of all its constituent elements.
10.1. Purpose
Elements good emergency response implementation can be summarised as follows:
To ensure that appropriate organisation, facilities and resources are in place to enable an
effective response to emergencies.
To provide training for key personnel involved in emergency response and to support
competence development in emergency management techniques.
To develop and maintain procedures, contingency plans and bridging documents consistent
with identified risk and hazards associated with the companys and contractor activities.
To establish and maintain links with government and other external emergency organisations
To test the system through a planned series of drills and exercises and feedback learning
ensuring continued improvement.
The purpose of this document is to provide guidance in system development and maintenance to
satisfy the objectives of the Emergency Response Management System.
10.2. Objective
This System Maintenance Guideline will serve as a reference for those who are responsible for the
maintenance of the ER system, plan custodians, facilitators / advisers to the emergency response
teams, and the authors of emergency response procedures & contingency plans.
10.3. Attachments
The ER Plan Attachment documents already or are planned to address:
Plan quality control responsibilities
Positions in the MFD organisation and their responsibilities in the maintenance and operation
of the system.
Checklists and information extracted from the plan for ease of use by the teams
Facility equipment lists
Duty management system implementation
Competence requirements for ER team members
Training and awareness programmes
Exercise and testing programmes
KPIs
Communications & back up
DM grab bag contents
Master files of ER posters, whiteboards and other displays
Others to be added as the ER system matures
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11. Appendices
11.1. Contacts
Note: These contacts are effective on the date of issue of this document. Updated contacts
are available on the notice board in the EMC and in the MFD Duty Managers Black Bag.
11.1.1. Shell
1. Region Crisis Emergency Number +971 (0) 4 3035400
2. MFD Duty Manager Number TBA
3. Majnoon Field Emergency Line +964 (0) 7811235555
11.1.2. Management Support
Emergency Support Iraq & UAE Mobiles Dubai Office

+964 (0) 7809147677
GM Majnoon (Ole Myklestad) +971 (4) 4054 406
+971 (0) 56 6832443
Operations Manager (Davesh Patel) +971 (0) 56 6824205 +971 (4) 4054 772
Security Manager (Jim Charnley) +971 (0) 56 6838151 +971 (4) 4054 449
Well Delivery Manager (Robert Tinkhof) +971 (0) 56 6832026 --------------
Technical Manager (Tom Hooft) +971 (0) 56 6837456 +971 (4) 4054 630
+964 (0) 7809147692
HSE &SD Manager (Steve Macklin) +971 (4) 4054 649
+971 (0) 56 6827442
CX Manager (Diego Perez) +971 (0) 56 6838119 +971 (4) 4054 513
Steve Rice (Logistics Manager) +971 (0) 56 6838026 +971 (4) 4054 721
Renze Visser (HR Manager) +971 (0) 50 6345139 +971 (4) 4054 609
Will Ponsonby (Iraq Health Manager) +971 (0) 56 6827152 +971 (4) 7055 223
11.1.3. Crisis Management Support
Crisis Support Iraq & UAE Mobiles Dubai Office

Country Chair (Hans Nijkamp) +971 (0) 50 5530908 +971 (4) 4054 633
Finance Manager (Sharon Paulson) +971 (0) 50 457 8392 +971 (4) 4054 701
Legal Manager (Hans Wolderling) +971 (0) 50 645 4105 +971 (4) 4054 616
Issues & Stakeholder Manager (Christos
+971 (0) 50 635 6514 +971 (4) 4054 770
Mylonas)
Iraq Media Advisor (Hanadi Salman) +971 (0) 50 6356509 +971 (4) 4054 764
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11.1.4. Field Management
Position: Primary Numbers: Secondary Number(s): Thuraya

Frank Hosper +964 7809147683
Field Manager +44 203 514 9081 (DS-1) 8821644440933
Ian Willets +964 7809147684
Wim Stel +964 7809147681
Site Manager + 44 203 432 6921/1002 8821644403535
Paul Haywood +964 7809147682
Jim Williams +964 7809147687
Asset HSE +971 56 6835195 +44 203432 6928 (PC)
8821621286510
Manager +44 203384 8342 (DS-1)
Bjorn Lauvstad +964 7809147664
Field Security John Davies
+964 7813513941 +44 2033189540 / 50719 8821644406600
Manager Andy Hodgson
Well Gert Jan Rook +964 7809147685
+971 4237 4432 8821644440066
Engineering Mike Pointing +964 7809147686
Operations Blair Hutchman +964 7809147649
+44 203 3848344 8821644440633
Lead Olay Onibonoje +964 7809147648
Construction Steve Henry +971 56 6861709 +44 203 4326927 /
Lead Jerry Bunton +971 56 6865497 1008
F v.d Kemenade +964 7809147655
Logistics Lead + 44 203 3848349 / 1096 8821644400660
Greg Lane +971 561776137
PC Medic +964 7817505401 +44 203 4326929 / 1010 8821666601561
11.1.5. Field Facility Numbers

For up to date field numbers, refer to the weekly duty roster.
11.2. Government
SOC Reporting Name Iraq Mobile E Mail
JMC Chairman Mr Mahdi Hussain +9647801001473 mahdibhussain@soc.gov.iq
Production Manager Mr Sabah Taleb +9647801014791 sabah.talib@soc.gov.iq
Police Force Name/Location Iraq Mobile

Iraq Local Police Al Nashua Station 964 7813235881
Contact Officer Maj Qasim 964 7801233688
Oil Protection Force 31505
ISF Unit Name Iraq Mobile

52nd Bde Iraq Army
Contact Officer Gen Abdul Hussein 964 7901115782
Doc. no.: VEN-00000-SIPD-00-HX-5880-00002 18


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Majnoon Field Development

Emergency Management Plan

Project Majnoon Project

Originating Company Shell Iraq Petroleum Development BV (SIPD)

Document Title Emergency Management Plan

Document Number VEN-00000-SIPD-00-HX-5880-00002

Document Revision A01

Version Code Not Applicable

Document Status Issue

Document type Emergency Response Plan

Originator / Author HSE & SD Team

Security Classification Restricted

Issue Date Aug 2012

Revision History is shown next page

Asset HSE Operations Field

Rev # Reason for Issue / Change

Doc. no.: VEN-00000-SIPD-00-HX-5880-00002 1

1.5. Links with other Documents & Plans 5

Doc. no.: VEN-00000-SIPD-00-HX-5880-00002 2

Attachments to this Plan

Attachment 1 ER Roles and Responsibilities

Doc. no.: VEN-00000-SIPD-00-HX-5880-00002 3

1.1.1. Priorities in Emergency Response

1.2. Scope of this Plan

1.3. Objectives of this Plan

1.4. Contractors Emergency Response Bridging Requirements

Doc. no.: VEN-00000-SIPD-00-HX-5880-00002 4

1. Well Engineering Operations

1.5. Links with other Documents & Plans

1.6. Emergency Response Management System Document Structure

Well Engineering DS 1 Plans MERP

Figure 1: MFD ERMS Document Structure

Doc. no.: VEN-00000-SIPD-00-HX-5880-00002 5

2. Incidents Emergencies and Crises

2.2. Emergency Response Levels

2.3. Crisis Management

2.3.1. Crisis Escalation

Doc. no.: VEN-00000-SIPD-00-HX-5880-00002 6

3. Emergency Management Organisation

3.1.1. Site Emergency Response Team (SERT)

Figure 2: Generic Site Emergency Organisation

3.2. Emergency Management Team Organisation

Operations Logistics Emergency Event

OSC/OSR Contractor ERW IT Medical

Figure 3: Emergency Management Team Organisation

Doc. no.: VEN-00000-SIPD-00-HX-5880-00002 7

3.3. Emergency Support Team

MFD Specific MFD Support Functional

Figure 4: Emergency Support Team Organisation

3.4. In Field Authorities and Responsibilities

3.5. Crisis Management Interface

Doc. no.: VEN-00000-SIPD-00-HX-5880-00002 8

4. The Emergency Response Process

4.1.1. Emergency Management Team

4.1.2. EMT Weekly Briefing

4.1.3. Emergency Support Team (EST)

4.1.4. MFD Duty Manager (DM)

4.2. Initial Notification and Mobilisation

4.2.1. Actions of the TOC

4.2.2. Actions of the Field Security Manager

Doc. no.: VEN-00000-SIPD-00-HX-5880-00002 9

4.2.3. Actions of the Alerted Manager

4.3. Team Management